WEBVTT

1
00:00:00.320 --> 00:00:07.360
Welcome everyone. Okay, let's see who's tuning in. Hi, Nicole. How are you today? Hi, Jeff.

2
00:00:07.360 --> 00:00:15.680
We've got so many fun people here. Hi, Tamara. Oh, Pam, Jaylynn. Hello, Blaine, Bonnie, Jamie,

3
00:00:17.920 --> 00:00:22.240
Sarah Lynn, Deb. Welcome, everyone. If you wouldn't mind while we're waiting for everyone

4
00:00:22.240 --> 00:00:27.440
to hop on and connect to audio, popping your name in the chat, where you're tuning in from,

5
00:00:27.440 --> 00:00:31.200
what team you're a part of. That would be fantastic. So we can see. And if you are

6
00:00:32.240 --> 00:00:36.000
international, like our team from Dubai, go ahead and let us know what time you're tuning in.

7
00:00:36.000 --> 00:00:39.200
Because I know it takes a special kind of commitment to be here at 3 a.m.

8
00:00:40.720 --> 00:00:46.480
So good to have you all here for today's session. I am Diya Bekio. If we haven't met yet,

9
00:00:46.480 --> 00:00:50.240
I'm at Team Brilliant. I'm the Director of Marketing here, as well as one of the EDGE

10
00:00:50.240 --> 00:00:54.720
coaches. We'll be joined by Dion Van Zyl today. He's going to lead our teaching.

11
00:00:55.440 --> 00:01:00.960
And we're going to talk about taking your business to prime, one of my favorite teachings.

12
00:01:00.960 --> 00:01:05.840
So while we are here, we've got so many different people and teams represented on the call. We have

13
00:01:05.840 --> 00:01:12.560
technology firms, we have construction companies, we have marketing firms, legal counsel, excuse me,

14
00:01:12.560 --> 00:01:18.000
legal counsel, education, all over the board across so many different industries. So to kick

15
00:01:18.000 --> 00:01:22.880
off today's session, I'm actually going to go ahead and introduce a couple of teams just to

16
00:01:22.880 --> 00:01:26.800
share who they are. We'll highlight a couple today, maybe at the beginning of each session.

17
00:01:27.520 --> 00:01:33.760
And then we'll see who they are. Okay, so I see Bruce with Anovo. Bruce, would you mind telling

18
00:01:33.760 --> 00:01:38.640
us a little bit about Anovo, the name of your company, what you guys do, and where you're based,

19
00:01:38.640 --> 00:01:43.680
and about how many team members we have joining with you today? Absolutely. Yeah, this is exciting

20
00:01:43.680 --> 00:01:49.360
to be here on the first week of the EDGE. And so, yeah, we're Team Anovo. And nobody really knows

21
00:01:49.360 --> 00:01:54.000
who Anovo is, but we have a group called Kingdom Messengers. And we have a product called Tribe

22
00:01:54.000 --> 00:01:58.800
Social. And so our team is kind of split between those two products. And there are five of us.

23
00:01:58.800 --> 00:02:06.000
And we're all over the place, mostly on the East Coast. But we got Lucian in Canada. We've got

24
00:02:06.000 --> 00:02:11.440
Tamara, and we've got someone at Dallas. And then we're in Atlanta. So that's our team. Yeah.

25
00:02:12.160 --> 00:02:17.120
Awesome. Thank you. Welcome. I don't know if Stephen and Chelsea are on today. Can

26
00:02:17.120 --> 00:02:22.240
Jenny do you see if they're on here today? If not, I'll go ahead and have Teresa introduce

27
00:02:22.240 --> 00:02:24.960
Team Brilliant and where we're tuning in from today.

28
00:02:28.880 --> 00:02:33.040
Let's see. There we go. Okay, go ahead. Do you want to go or do you want to wait for minutes?

29
00:02:33.040 --> 00:02:35.920
Go ahead and go. It looks like they're not quite on yet. So I'll start with you.

30
00:02:36.480 --> 00:02:41.520
Yeah. Hello, everybody. Thank you so much for joining us. I am Teresa Cook. I'm Graham Cook's

31
00:02:41.520 --> 00:02:49.280
wife. I am co-owner of Brilliant Perspectives. And this is our lovely team. We have Mariah,

32
00:02:49.280 --> 00:02:57.440
if you want to give a thumbs up. And Jenny Taylor, if you give a wave. And you guys just met Dia.

33
00:02:57.440 --> 00:03:03.040
You may already know her. And then we have Danielle. Give a wave, Danielle. And then

34
00:03:03.040 --> 00:03:08.320
somewhere in here, I think we have Bridget. I don't know if we have Bridget. We also have

35
00:03:08.320 --> 00:03:15.920
Jaylin. Jaylin, if you want to give a wave. And we're just excited to join you in this training.

36
00:03:15.920 --> 00:03:21.040
It's changed our business. It's changed the way we do business. And we're really excited

37
00:03:21.680 --> 00:03:27.600
for it to do the same for you guys. Absolutely. Yeah, pretty unrecognizable from where we started

38
00:03:27.600 --> 00:03:32.160
out, which is exciting. All right. So before we're getting started, I wanted to go over a

39
00:03:32.160 --> 00:03:35.920
little bit of the session today. So what we're going to do is we're going to start with a teaching

40
00:03:35.920 --> 00:03:41.520
about 20-25 minutes of the teaching. Then we're going to go into breakout rooms with your team

41
00:03:41.520 --> 00:03:45.760
members. So you'll have the option to join a breakout room. And you'll see your company's name.

42
00:03:45.760 --> 00:03:50.560
So go ahead and hop into that name and that company. And then you'll have about 15 minutes.

43
00:03:50.560 --> 00:03:57.360
We need to be back here at 145 to do a Q&A. So in your team, your team leader has some discussion

44
00:03:57.360 --> 00:04:02.320
questions to ask and a dialogue about the content during the breakout time. And if you are one of

45
00:04:02.320 --> 00:04:07.840
our solo team members, you have the option to hop into the solo team breakout room and discuss with

46
00:04:07.840 --> 00:04:13.200
other solo entrepreneurs or startups the questions. Or you also have the option to just hop off the

47
00:04:13.200 --> 00:04:19.360
call and complete your questionnaire by yourself if that would be easier to do. I love community.

48
00:04:19.360 --> 00:04:23.680
It helps us accelerate our learning. So I highly recommend hopping in together with your group and

49
00:04:23.680 --> 00:04:29.840
your team. And then I think that's it that we have for today. If you have questions throughout the

50
00:04:29.840 --> 00:04:33.920
call, please pop them in the chat. I'll be watching that. Make sure we cover everything.

51
00:04:33.920 --> 00:04:38.160
Also, at the end of the teaching, we'll have a Q&A session if you need clarification or want to go

52
00:04:38.160 --> 00:04:42.240
further in one of the principles. And then at the end of the session, we'll have a Q&A, maybe

53
00:04:42.240 --> 00:04:47.440
application, or maybe we've talked with it as a team and go, this isn't really making sense to me.

54
00:04:47.440 --> 00:04:52.640
So please feel free to raise your hand during those parts of the session. And we will get to

55
00:04:52.640 --> 00:04:58.000
as many questions as we can answer. We will end promptly right on the hour. OK.

56
00:04:58.000 --> 00:05:00.160
Dionne, I'm going to

57
00:05:00.000 --> 00:05:01.640
give it to you.

58
00:05:01.640 --> 00:05:03.240
Thanks, dear, really appreciate it.

59
00:05:03.240 --> 00:05:04.180
We're really excited.

60
00:05:04.180 --> 00:05:07.000
Welcome to week one of The Edge.

61
00:05:07.000 --> 00:05:09.040
This is season one, week one,

62
00:05:09.040 --> 00:05:11.560
you're right at the beginning of the whole program.

63
00:05:11.560 --> 00:05:14.640
And we're excited because we have put together

64
00:05:14.640 --> 00:05:17.760
a systematic program that actually goes over three seasons.

65
00:05:17.760 --> 00:05:19.940
Each season's about 13 weeks.

66
00:05:19.940 --> 00:05:22.600
This is obviously season one where we're gonna lay

67
00:05:22.600 --> 00:05:25.040
a lot of foundations around

68
00:05:25.040 --> 00:05:28.080
how can we become a high-performance team?

69
00:05:28.920 --> 00:05:31.680
And whenever you say that, a lot of people are like,

70
00:05:31.680 --> 00:05:34.680
oh no, it sounds like I'm gonna work 14 hours a day

71
00:05:34.680 --> 00:05:39.000
and Saturdays and get a weekend off once every three months.

72
00:05:40.000 --> 00:05:43.880
And in the normal sense, that is typically what happens.

73
00:05:43.880 --> 00:05:47.280
In fact, we've almost developed a sort of corporate culture

74
00:05:47.280 --> 00:05:49.600
in that unless you're stressed out

75
00:05:49.600 --> 00:05:51.360
and kind of working very long hours,

76
00:05:51.360 --> 00:05:53.280
you're not bringing your A game.

77
00:05:53.280 --> 00:05:55.200
But what we're gonna do over the next few weeks

78
00:05:55.200 --> 00:05:57.480
is change that perception.

79
00:05:57.840 --> 00:05:59.960
What if you can bring your A game

80
00:05:59.960 --> 00:06:04.120
in a far more effortless way that feels more relaxed?

81
00:06:04.120 --> 00:06:07.200
And so we're gonna talk a lot about making work effortless.

82
00:06:07.200 --> 00:06:11.280
We can talk about how to bring delight back into your job.

83
00:06:11.280 --> 00:06:13.280
And to do all this,

84
00:06:13.280 --> 00:06:15.560
we're gonna start with a core concept

85
00:06:15.560 --> 00:06:19.480
we call taking the company to prime.

86
00:06:19.480 --> 00:06:21.380
So I don't genuinely like a lot of slides,

87
00:06:21.380 --> 00:06:23.120
but I'm gonna just put a couple of slides up.

88
00:06:23.120 --> 00:06:25.640
Just sometimes visuals help.

89
00:06:25.640 --> 00:06:29.000
So I wanna walk you through just a few thoughts and slides.

90
00:06:29.000 --> 00:06:34.000
So feel free to interact if anything grabs your attention.

91
00:06:34.880 --> 00:06:36.320
It helps a lot of people

92
00:06:36.320 --> 00:06:38.840
if you are throwing things in the chat

93
00:06:38.840 --> 00:06:40.040
or you like something

94
00:06:40.040 --> 00:06:43.400
or you want some clarification questions and so on.

95
00:06:43.400 --> 00:06:46.680
So this portion of it is really,

96
00:06:46.680 --> 00:06:49.000
and we'll do this every Wednesday,

97
00:06:49.000 --> 00:06:52.880
I will give an idea, usually some power tool.

98
00:06:52.880 --> 00:06:54.960
So where do we get all these tools from?

99
00:06:55.840 --> 00:07:00.520
This comes from over 30 years of training and teaching

100
00:07:00.520 --> 00:07:02.920
and including my own PhD

101
00:07:02.920 --> 00:07:05.820
in which I studied all the best management practices

102
00:07:05.820 --> 00:07:07.080
from around the world.

103
00:07:07.080 --> 00:07:10.920
I was fascinated by some of the stuff

104
00:07:10.920 --> 00:07:12.660
coming out of Brazil, for instance.

105
00:07:12.660 --> 00:07:14.640
There is a company that just absolutely

106
00:07:14.640 --> 00:07:16.040
captured my imagination,

107
00:07:16.040 --> 00:07:19.000
stuff out of Malaysia, various parts of Europe,

108
00:07:19.000 --> 00:07:20.920
a lot of the US of course.

109
00:07:20.920 --> 00:07:24.960
And I'm here in the office in Santa Barbara, California

110
00:07:24.960 --> 00:07:26.240
where Brilliant is based.

111
00:07:26.240 --> 00:07:28.640
And so I'm also based in Atlanta, Georgia.

112
00:07:28.640 --> 00:07:31.860
So I live on both coasts, so to speak,

113
00:07:31.860 --> 00:07:35.040
or not quite on the Atlanta coast, but in Georgia.

114
00:07:35.040 --> 00:07:38.360
So what are we gonna do is we're gonna highlight

115
00:07:38.360 --> 00:07:42.400
a different thought leader in business.

116
00:07:42.400 --> 00:07:45.480
So if you were to jump on Google

117
00:07:45.480 --> 00:07:47.960
and say leadership training,

118
00:07:47.960 --> 00:07:50.160
I think there's over 2 billion links

119
00:07:50.160 --> 00:07:52.080
to leadership on Google.

120
00:07:52.080 --> 00:07:53.360
And if you jumped on Amazon

121
00:07:53.360 --> 00:07:55.040
and try to buy a leadership book,

122
00:07:55.960 --> 00:07:57.480
I thought, I don't even remember how many,

123
00:07:57.480 --> 00:08:00.960
over 2 million books on Amazon

124
00:08:00.960 --> 00:08:03.360
and they just grow every day.

125
00:08:03.360 --> 00:08:04.480
Excuse me, one moment.

126
00:08:06.840 --> 00:08:09.240
We've been talking so much, I'm losing my voice,

127
00:08:10.200 --> 00:08:11.960
but we'll be fine for the session.

128
00:08:11.960 --> 00:08:13.560
So when you look at all that,

129
00:08:13.560 --> 00:08:16.720
you think, how do I process all this stuff?

130
00:08:16.720 --> 00:08:19.760
How do I gather all, how do I know what works?

131
00:08:19.760 --> 00:08:21.560
How do I know what's gonna work for me?

132
00:08:22.040 --> 00:08:23.120
How's it gonna work in a small business?

133
00:08:23.120 --> 00:08:25.080
And that's our gift to you.

134
00:08:25.080 --> 00:08:27.760
Our gift to you in these 13 weeks

135
00:08:27.760 --> 00:08:30.480
is to pick the very best ideas

136
00:08:30.480 --> 00:08:34.200
that really shift culture in a company.

137
00:08:34.200 --> 00:08:39.120
What we do not want is to have 13 cool talks

138
00:08:39.120 --> 00:08:40.679
and nothing changes.

139
00:08:40.679 --> 00:08:42.440
I'm sure you've all done that thing.

140
00:08:42.440 --> 00:08:45.440
You go on the offsite, couple of days on the offsite,

141
00:08:45.440 --> 00:08:47.960
have some fun, talk about a whole bunch of stuff

142
00:08:47.960 --> 00:08:49.880
and nothing changes.

143
00:08:49.880 --> 00:08:52.280
Go back to the same stress, same work,

144
00:08:52.280 --> 00:08:54.080
same everything, right?

145
00:08:54.080 --> 00:08:56.680
And so why is that?

146
00:08:56.680 --> 00:09:01.360
Why is it so hard to change working culture?

147
00:09:01.360 --> 00:09:06.360
And so a good analogy is, if you think about Tesla

148
00:09:07.080 --> 00:09:10.000
and you think about, Elon Musk once said,

149
00:09:10.000 --> 00:09:15.000
it's pretty easy to create a prototype electric vehicle.

150
00:09:16.160 --> 00:09:18.080
Many companies are doing that,

151
00:09:18.080 --> 00:09:20.560
but it's a hundred times more difficult

152
00:09:20.560 --> 00:09:22.320
or two orders of magnitude,

153
00:09:22.320 --> 00:09:25.080
more difficult to create the machine

154
00:09:25.080 --> 00:09:26.560
that builds the machine.

155
00:09:26.560 --> 00:09:30.000
The factory that creates the car

156
00:09:30.000 --> 00:09:33.240
is a hundred times more complicated

157
00:09:33.240 --> 00:09:35.120
than creating the car itself.

158
00:09:35.120 --> 00:09:37.600
And that's very similar to what it's like

159
00:09:37.600 --> 00:09:40.120
if you're going to take your corporate culture

160
00:09:40.120 --> 00:09:44.440
and in the next 13 weeks, try to shift it to a new place,

161
00:09:44.440 --> 00:09:47.640
that takes tremendous patience.

162
00:09:48.320 --> 00:09:50.520
It means bringing everybody along

163
00:09:50.520 --> 00:09:53.560
and it means creating new language

164
00:09:53.560 --> 00:09:56.240
and it means implementing all these things that we do.

165
00:09:56.240 --> 00:09:59.560
So that's why we're going to have a breakout session

166
00:09:59.560 --> 00:10:00.400
because what?

167
00:10:00.000 --> 00:10:07.360
we want you to do, we want you to own these ideas, we want them to become your ideas, we want the

168
00:10:07.360 --> 00:10:11.920
concepts to become your thoughts, your way of looking at the world, and then we're going to

169
00:10:11.920 --> 00:10:17.920
highlight different leaders. So today I'm going to be drawing quite heavily on Ben Zander, who is

170
00:10:17.920 --> 00:10:22.240
the conductor of the Boston Philharmonic Orchestra. He wrote a book called The Art of Possibility,

171
00:10:22.800 --> 00:10:29.840
a really, really interesting individual who created for us a new paradigm of leadership.

172
00:10:29.840 --> 00:10:37.360
I'm also going to be blending in a book by a very famous Israeli thinker called Isa Kedisis,

173
00:10:37.360 --> 00:10:42.160
who wrote this concept called Corporate Lifestyle Cycles. That's for those of you who want all the

174
00:10:42.160 --> 00:10:46.400
detail. For those of you who don't care and say, give me the bottom line, let me give you

175
00:10:46.400 --> 00:10:49.920
the bottom line. So I'm going to just do a quick screen share here,

176
00:10:50.880 --> 00:10:59.120
and then we'll go to just a few key thoughts and a couple of slides. So here we go.

177
00:11:00.880 --> 00:11:12.160
Is my screen say move to prime? Yes, sir. Okay, that will work. And so what do we mean by moving

178
00:11:12.160 --> 00:11:17.920
to prime? What is prime? When does a business get to prime? And to help us with that, here is a

179
00:11:17.920 --> 00:11:24.960
quick little diagram. If you think about the life cycle of a business, it started as an idea

180
00:11:24.960 --> 00:11:30.240
in somebody's head, and then they overcame the resistance, that's what the wiggly lines are,

181
00:11:30.240 --> 00:11:34.000
the resistance to actually start. You know how many people have a business idea and never start

182
00:11:34.000 --> 00:11:40.000
a business? Most people, right? And for the incredible courage that it takes to launch a

183
00:11:40.000 --> 00:11:45.680
business and to start a business, and then to drive it to success takes a lot of work.

184
00:11:46.480 --> 00:11:52.720
But to go from success to prime is another little resistance area, because of some core elements

185
00:11:52.720 --> 00:12:00.080
that happen. It takes incredible effort to make a startup business successful, right? So maybe

186
00:12:00.080 --> 00:12:05.200
you're in a startup, or maybe you're past that stage already as a business, and what you found

187
00:12:05.280 --> 00:12:12.800
in getting it, it's like all hands on deck, crazy hours, and you do a lot of unsustainable things

188
00:12:12.800 --> 00:12:18.720
to get it going. There's not really a division of labor, sort of as, you know, board meetings

189
00:12:18.720 --> 00:12:24.480
happen in elevators or in the car on the way to the client. It is really a high-pressured

190
00:12:24.480 --> 00:12:30.800
situation to get revenue in, get new clients, get the business, you know, supporting itself.

191
00:12:31.760 --> 00:12:38.960
But getting it to prime is a completely different culture. It means everybody playing in their lane.

192
00:12:39.760 --> 00:12:44.240
The simple analogy we use for understanding the difference between the two,

193
00:12:44.960 --> 00:12:49.920
think of five-year-olds playing soccer, right? So if you've ever watched five-year-olds play soccer,

194
00:12:49.920 --> 00:12:54.240
they all just attack the ball at the same time, and it's like a ball of dust, everybody kicking

195
00:12:54.240 --> 00:12:59.520
the ball or trying to, and it kind of moves, the ball of dust moves around the field with everybody

196
00:12:59.520 --> 00:13:06.720
having a go. When you start to move to a professional soccer team, is that everybody plays

197
00:13:06.720 --> 00:13:13.040
a position, and they trust each other, they're competent in what they do, they're competent in that

198
00:13:13.040 --> 00:13:19.520
position, and if one person passes the ball to the other, they have confidence and trust that their

199
00:13:19.520 --> 00:13:27.120
team member knows what to do with the ball, knows the strategy, knows the game, knows the play that

200
00:13:27.120 --> 00:13:33.840
we're going to play now. So that is prime. Prime is putting people in their right lane, allowing

201
00:13:33.840 --> 00:13:41.040
them to lean into their natural strengths, instead of having a group of generalists doing whatever it

202
00:13:41.040 --> 00:13:47.600
takes to make it successful, now we transition into people playing in their lane. So we're going to

203
00:13:47.600 --> 00:13:52.960
talk a little bit about that. Now, if you get too strict with the prime thing, and people get too

204
00:13:52.960 --> 00:13:59.040
compartmentalized, it starts to develop a bureaucracy, and ultimately that's how companies die.

205
00:13:59.040 --> 00:14:04.720
So we're not going to focus obviously on the back end of this graph, but just to give you a visual

206
00:14:04.720 --> 00:14:10.160
of what it looks like. So you may want to take a minute and think, where are we in our

207
00:14:10.160 --> 00:14:16.480
company along this chart? I assume for many of you, you've got through the start stage, you're hitting

208
00:14:16.480 --> 00:14:24.960
an element of success. What we do here at the edge is to take you from success to prime. What is prime?

209
00:14:24.960 --> 00:14:32.400
Prime is that point at which the business can still thrive without the founder. So there's the

210
00:14:32.400 --> 00:14:38.160
asset test, right? If we took the founder out of our business, would the business move forward? In fact,

211
00:14:38.160 --> 00:14:45.680
would it not just survive, but would it actually thrive without the founder? So going to the next

212
00:14:45.680 --> 00:14:54.720
concept is, with growth always comes complexity, and complexity is the enemy of speed. I mean,

213
00:14:54.720 --> 00:14:59.840
you've seen this before. Before when things were simple, there were just two or three of us.

214
00:15:00.000 --> 00:15:07.120
and we were making money and it was great and we were moving forward. It seemed to be chaotic,

215
00:15:07.120 --> 00:15:12.160
but fun. And we remember the good old days when we still just kind of jump in and we all did

216
00:15:12.160 --> 00:15:16.400
everything. We all did the accounting, we all did the marketing, we all did everything. We did the

217
00:15:16.400 --> 00:15:22.560
shipping, we did everything. But now it's got complex and now we have different offices and

218
00:15:22.560 --> 00:15:28.320
we have different states and we've got all these people and we're not clear about what we're doing.

219
00:15:28.320 --> 00:15:35.600
And so everything slows down. But there's good news. If we can deal with the complexity,

220
00:15:35.600 --> 00:15:40.000
if we can bring clarity, which is what we want to do over the next few weeks, is we're going to

221
00:15:40.000 --> 00:15:47.440
focus on bringing clarity to your business, clarity to your role, and then putting the right people in

222
00:15:47.440 --> 00:15:53.360
the right place, the right seat on the bus, so to speak. So in a success culture that when we

223
00:15:53.360 --> 00:15:59.760
talked about a bunch of generalists, we end up with a lot of unsustainable effort. Yes, that effort

224
00:15:59.760 --> 00:16:05.120
got us to success, but we cannot keep doing that. We burn people out.

225
00:16:05.680 --> 00:16:11.200
It's not something that is sustainable in the long run. Secondly, the

226
00:16:11.200 --> 00:16:18.000
complexity will continue to grow if we do not take control of it and drive simplicity as a core

227
00:16:18.000 --> 00:16:25.040
idea. Thirdly, role confusion. As people start to figure out who's playing what position on the field,

228
00:16:25.680 --> 00:16:30.960
it can become confusing as to who really has this piece, who has that piece, because

229
00:16:30.960 --> 00:16:37.040
a lot of times in a small business, you wear multiple hats, right? So very few companies

230
00:16:37.040 --> 00:16:42.480
have got to the stage where you really just do one thing. If you do just do one thing, then that's

231
00:16:42.480 --> 00:16:47.840
where we're trying to get people to, so that the one thing should also be the

232
00:16:47.840 --> 00:16:55.440
thing that gives you shiny eyes, that makes you feel alive. So this whole concept of

233
00:16:55.440 --> 00:17:00.400
role confusion, people not knowing where they fit in, leads to discouragement, and then there's this

234
00:17:00.400 --> 00:17:05.839
longing for, oh, remember the good old days, which by the way, is fairly delusional, because the good

235
00:17:05.839 --> 00:17:12.880
old days were chaotic and you weren't making any money, or not enough. So as we go through this idea

236
00:17:12.880 --> 00:17:21.440
of a success culture, we can't go back to what was. So you can't think old and expect new,

237
00:17:22.240 --> 00:17:27.200
right? You can't say, oh, we're going to keep doing the old way of doing it, we just expect new results.

238
00:17:27.760 --> 00:17:34.960
So we're going to talk a lot about how to think new and expect new. So to do that, let's talk about

239
00:17:35.040 --> 00:17:43.920
prime culture. Prime culture is going to be built, is built on four key pillars, and that is we're

240
00:17:43.920 --> 00:17:50.240
going to teach everybody about leadership. We're going to develop a work culture, so we know how to

241
00:17:50.240 --> 00:17:55.600
work together with people playing their different roles and their different positions on the field.

242
00:17:56.640 --> 00:18:02.000
Everybody's going to be involved in innovation, not just for products or for services, but

243
00:18:02.000 --> 00:18:08.480
innovation at every level of the company, you know, counts receivable or HR or whatever it is,

244
00:18:08.480 --> 00:18:16.720
and then economics. We want everybody to understand how we make money. We want not just how we make

245
00:18:16.720 --> 00:18:23.200
money in general, but how what you do specifically contributes to how we make money. When we understand

246
00:18:23.200 --> 00:18:28.480
the underlying economics, it's easy to think like an owner, even if you don't own shares in the

247
00:18:28.480 --> 00:18:35.760
business, but we all want the prime culture is having everybody in your team think and act

248
00:18:35.760 --> 00:18:41.520
like owners. In other words, there's a level of ownership and a level of feeling like this is

249
00:18:41.520 --> 00:18:47.040
really important, this is mine, this is my contribution, this is where I have expression, I'm

250
00:18:47.040 --> 00:18:53.440
developing my career, I'm developing my skill set, and to do all of this, you know, we want to go

251
00:18:53.440 --> 00:18:58.560
through these four pillars over the next 13 weeks. So over the different seasons, we do this in

252
00:18:58.560 --> 00:19:04.080
different layers, but here in season one, we're going to start with leadership. And you might say,

253
00:19:04.080 --> 00:19:08.720
well, I don't understand why I need leadership training, I don't have anyone reporting to me.

254
00:19:09.440 --> 00:19:16.640
Well, you do lead, you lead your contribution to the company, you lead customers, you lead vendors,

255
00:19:17.280 --> 00:19:23.760
you lead. And so what we want to do is we want to move to a concept where we are becoming

256
00:19:23.760 --> 00:19:30.960
a team of leaders, not just a team with a leader. And this is a big deal. This is one of

257
00:19:30.960 --> 00:19:38.720
those things where when you're thinking about changing the culture of a team, it's really

258
00:19:38.720 --> 00:19:45.520
tough, especially for the founder. Because the founder, in this case, by the way, what I didn't

259
00:19:45.600 --> 00:19:52.720
show you in that bell curve, is in some cases, the founder can almost find it intolerable

260
00:19:52.720 --> 00:19:58.160
to make this transition, because they're so used to being at the hub of everything,

261
00:19:58.160 --> 00:19:59.920
and everybody being a spoke from the

262
00:20:00.000 --> 00:20:04.580
and they just give instructions, but that doesn't scale.

263
00:20:04.580 --> 00:20:09.580
That cannot become a long lasting company with a legacy.

264
00:20:09.700 --> 00:20:11.260
And if you're gonna leave a legacy,

265
00:20:11.260 --> 00:20:14.220
if you're gonna build a company that matters,

266
00:20:14.220 --> 00:20:17.460
then we all wanna be part of a business

267
00:20:17.460 --> 00:20:19.080
that has meaning in it, right?

268
00:20:19.080 --> 00:20:20.980
We wanna be part of something that

269
00:20:20.980 --> 00:20:22.780
when you wake up in the morning,

270
00:20:22.780 --> 00:20:25.260
you're not just collecting a paycheck,

271
00:20:25.260 --> 00:20:26.580
you want something that you feel like

272
00:20:26.580 --> 00:20:29.540
I'm really growing as a person, I'm growing as a leader,

273
00:20:29.540 --> 00:20:34.300
I'm growing in my skill, I'm growing in my career,

274
00:20:34.300 --> 00:20:38.420
and my career path is starting to make sense.

275
00:20:38.420 --> 00:20:40.380
We don't just wanna go through a process

276
00:20:40.380 --> 00:20:41.980
where we collect a check and do work

277
00:20:41.980 --> 00:20:44.340
and exchange hours for a paycheck.

278
00:20:44.340 --> 00:20:46.640
What a waste of human life.

279
00:20:46.640 --> 00:20:51.640
It's interesting though, that in every five or 10 years,

280
00:20:51.700 --> 00:20:55.060
there are surveys done in Europe and the US

281
00:20:55.060 --> 00:20:57.060
about how many people hate their jobs.

282
00:20:57.060 --> 00:20:59.180
And I'm not talking about people who sort of dislike it

283
00:20:59.820 --> 00:21:00.660
or the aspects of their business,

284
00:21:00.660 --> 00:21:02.300
I'm talking about genuinely hate their jobs.

285
00:21:02.300 --> 00:21:05.500
In Europe, that number is over 85% of people

286
00:21:05.500 --> 00:21:07.620
hate their jobs.

287
00:21:07.620 --> 00:21:10.900
What a waste of human life that is, in my view.

288
00:21:10.900 --> 00:21:12.260
In the US, it's a bit better,

289
00:21:12.260 --> 00:21:14.940
61% of Americans hate their jobs.

290
00:21:14.940 --> 00:21:18.660
And I'm thinking, we have got to change

291
00:21:18.660 --> 00:21:21.420
how we lead companies.

292
00:21:21.420 --> 00:21:25.380
What if a company can become life-giving

293
00:21:25.380 --> 00:21:27.340
in the way that it is led?

294
00:21:27.340 --> 00:21:30.980
What if a company can change the paradigm

295
00:21:30.980 --> 00:21:34.900
so that people feel their lives mean something

296
00:21:34.900 --> 00:21:38.500
and their contribution really matters?

297
00:21:38.500 --> 00:21:40.040
And that's what we're talking about.

298
00:21:40.040 --> 00:21:44.260
And the key to doing that is to change to this concept

299
00:21:44.260 --> 00:21:46.960
of becoming a team of leaders,

300
00:21:46.960 --> 00:21:48.780
where everybody leads something.

301
00:21:48.780 --> 00:21:52.300
They lead their contribution, they lead their team,

302
00:21:52.300 --> 00:21:54.180
maybe they lead their department,

303
00:21:54.180 --> 00:21:55.900
maybe they lead a sales team,

304
00:21:55.900 --> 00:21:59.860
they lead some aspect of the business.

305
00:22:00.780 --> 00:22:02.740
So let's talk through in a minute

306
00:22:02.740 --> 00:22:04.380
what that could look like.

307
00:22:04.380 --> 00:22:06.540
So here's an example that we found

308
00:22:06.540 --> 00:22:08.540
really helped us as a team.

309
00:22:08.540 --> 00:22:11.060
We call it the firefighter model.

310
00:22:11.060 --> 00:22:13.060
And in the firefighter model,

311
00:22:13.060 --> 00:22:16.460
think of different components of the business, right?

312
00:22:16.460 --> 00:22:19.780
Sales, marketing, maybe finance, technology,

313
00:22:19.780 --> 00:22:22.340
you will have your own list here around the team.

314
00:22:22.340 --> 00:22:24.860
So the idea of the firefighter model

315
00:22:24.900 --> 00:22:27.740
is for the client, the customer,

316
00:22:27.740 --> 00:22:29.740
who's standing in the burning building,

317
00:22:29.740 --> 00:22:33.660
needing rescue and is gonna jump onto this net,

318
00:22:33.660 --> 00:22:35.700
into the firefighter's net,

319
00:22:35.700 --> 00:22:39.700
then that net has to have a certain tension, right?

320
00:22:39.700 --> 00:22:42.620
I mean, it's rather obvious to see that if it's no tension,

321
00:22:42.620 --> 00:22:44.980
if it's all slack and that red dot in the middle

322
00:22:44.980 --> 00:22:46.740
is actually touching the ground,

323
00:22:46.740 --> 00:22:49.340
this is not a safe place for the customer,

324
00:22:49.340 --> 00:22:50.820
for the client, right?

325
00:22:50.820 --> 00:22:53.740
So on the other hand, if, for instance,

326
00:22:53.740 --> 00:22:56.660
we have a very boisterous salesperson on the team

327
00:22:56.660 --> 00:23:01.660
who grabs the net and through sheer force of personality,

328
00:23:01.700 --> 00:23:05.860
rips the net out of everybody's hand in the meeting,

329
00:23:05.860 --> 00:23:09.460
the customer still has no safe place to land.

330
00:23:09.460 --> 00:23:13.620
So that means for a balanced team to really work,

331
00:23:13.620 --> 00:23:16.620
for a team of leaders to function together,

332
00:23:16.620 --> 00:23:19.580
there has to be healthy tension.

333
00:23:20.460 --> 00:23:23.660
Tension doesn't mean something's wrong in your business.

334
00:23:24.460 --> 00:23:27.420
Tension means something's right.

335
00:23:27.420 --> 00:23:31.620
Healthy tension, where we all got our hands on the net

336
00:23:31.620 --> 00:23:34.620
and we're pulling at just the right amount,

337
00:23:34.620 --> 00:23:39.220
that healthy tension creates a safe place for our customer,

338
00:23:39.220 --> 00:23:41.460
because now they're getting the best

339
00:23:41.460 --> 00:23:44.380
of each element of the business.

340
00:23:44.380 --> 00:23:47.140
So here's one of the big things we've seen,

341
00:23:47.140 --> 00:23:50.220
even in big companies, you know, talking to,

342
00:23:50.900 --> 00:23:55.220
a very large company of over 300,000 employees.

343
00:23:55.220 --> 00:23:57.900
And I was talking to one of their sub-small teams

344
00:23:57.900 --> 00:24:00.540
of 2000 people, and we were talking,

345
00:24:00.540 --> 00:24:02.980
and this is exactly the problem they had.

346
00:24:02.980 --> 00:24:04.700
They had such strong leaders

347
00:24:04.700 --> 00:24:08.060
that someone kept pulling the net out of everybody's hand.

348
00:24:08.060 --> 00:24:12.140
And so we said, well, and then the opposite problem, right?

349
00:24:12.140 --> 00:24:14.500
We've got the person who just wants to get along

350
00:24:14.500 --> 00:24:16.260
and doesn't like confrontation

351
00:24:16.260 --> 00:24:17.780
and doesn't wanna pull on the net.

352
00:24:17.780 --> 00:24:19.780
And so they come and move towards the middle

353
00:24:20.340 --> 00:24:22.140
and the net goes slack.

354
00:24:22.140 --> 00:24:25.700
So what this means is we all have to grow.

355
00:24:25.700 --> 00:24:27.580
Those who pull too much have to learn

356
00:24:27.580 --> 00:24:30.700
to bring their strength in team, in balance,

357
00:24:30.700 --> 00:24:32.820
and those who are not used to pulling

358
00:24:32.820 --> 00:24:35.060
and don't necessarily like confrontation

359
00:24:35.060 --> 00:24:38.220
can find a style of bringing tension

360
00:24:38.220 --> 00:24:40.700
in a way that feels right to them.

361
00:24:40.700 --> 00:24:43.980
And, you know, this isn't about personalities.

362
00:24:43.980 --> 00:24:47.660
This is about making the business function

363
00:24:47.660 --> 00:24:52.100
and for you to find your space around the net that works.

364
00:24:52.100 --> 00:24:55.060
And so you have to pull for your corner.

365
00:24:55.060 --> 00:24:57.900
You have to pull for your side of the business.

366
00:24:57.900 --> 00:24:59.540
That make sense?

367
00:24:59.540 --> 00:25:00.380
How are we doing?

368
00:25:00.000 --> 00:25:03.240
Let me take a quick check in.

369
00:25:03.240 --> 00:25:04.360
We're doing all right?

370
00:25:04.360 --> 00:25:05.720
Good.

371
00:25:05.720 --> 00:25:09.400
OK, so the firefighter model idea

372
00:25:09.400 --> 00:25:14.600
is to think about, do I have my hands on the net?

373
00:25:14.600 --> 00:25:15.560
Which net is it?

374
00:25:15.560 --> 00:25:17.720
And as the company gets bigger, obviously,

375
00:25:17.720 --> 00:25:18.800
there are different nets.

376
00:25:18.800 --> 00:25:21.120
There are different teams, different departments.

377
00:25:21.120 --> 00:25:24.400
So maybe you don't have your net on the senior management level

378
00:25:24.400 --> 00:25:24.880
team.

379
00:25:24.880 --> 00:25:27.200
Maybe you're not in the C-suite, so to speak.

380
00:25:27.200 --> 00:25:29.040
You're not the team leader.

381
00:25:29.040 --> 00:25:31.120
But you are part of some team.

382
00:25:31.120 --> 00:25:34.000
And you have your hand on some net.

383
00:25:34.000 --> 00:25:37.400
And the question is, are you bringing enough strength

384
00:25:37.400 --> 00:25:40.320
to bear, but not too much?

385
00:25:40.320 --> 00:25:43.160
Are you bringing your strength in team,

386
00:25:43.160 --> 00:25:45.240
in submission to your team?

387
00:25:45.240 --> 00:25:47.640
So we need a new paradigm.

388
00:25:47.640 --> 00:25:50.440
And this is where Ben Zander was really

389
00:25:50.440 --> 00:25:54.120
helpful in the book called The Art of Possibility.

390
00:25:54.120 --> 00:25:57.000
And I have a link, which we'll drop here in a bit.

391
00:25:57.000 --> 00:26:01.960
And he gave us a new concept of the leader as a conductor,

392
00:26:01.960 --> 00:26:03.560
the conductor of an orchestra.

393
00:26:03.560 --> 00:26:05.280
Not talking about the trained conductor.

394
00:26:05.280 --> 00:26:07.280
I'm talking about the conductor of an orchestra.

395
00:26:07.280 --> 00:26:11.280
So think about an orchestra with all the different components

396
00:26:11.280 --> 00:26:16.080
of all the different instruments playing.

397
00:26:16.080 --> 00:26:18.720
And it's a big team, right?

398
00:26:18.720 --> 00:26:21.360
And Ben makes this comment that he

399
00:26:21.400 --> 00:26:29.560
said when he was 45 years old, he had a revelation, an epiphany.

400
00:26:29.560 --> 00:26:31.640
And the epiphany was this, that he

401
00:26:31.640 --> 00:26:38.760
realized he's the only musician who doesn't make a sound.

402
00:26:38.760 --> 00:26:42.360
Now, I don't know if you know much about conductors.

403
00:26:42.360 --> 00:26:45.480
But they tend to be some of the most talented musicians of all.

404
00:26:45.480 --> 00:26:48.520
They often play masters of several instruments.

405
00:26:48.520 --> 00:26:52.080
But he realized that he became powerful

406
00:26:52.080 --> 00:26:54.680
when he made his team powerful.

407
00:26:54.680 --> 00:26:59.480
He became powerful by making the different members

408
00:26:59.480 --> 00:27:02.320
of the orchestra powerful.

409
00:27:02.320 --> 00:27:05.120
Now, this has a lot of implications.

410
00:27:05.120 --> 00:27:08.840
Because normally, our concept of leader

411
00:27:08.840 --> 00:27:11.040
is more like braveheart.

412
00:27:11.040 --> 00:27:13.280
Charge, and then they're out there in the front,

413
00:27:13.280 --> 00:27:14.960
and all the horses are thundering down.

414
00:27:14.960 --> 00:27:17.120
Some of you will die, but it's a risk

415
00:27:17.120 --> 00:27:19.160
I'm willing to take, to quote Shrek.

416
00:27:19.160 --> 00:27:22.560
So I mean, as you go through that whole process,

417
00:27:22.560 --> 00:27:25.120
we usually think of a leader in that sense, right?

418
00:27:25.120 --> 00:27:27.360
Go and charge and take the hill.

419
00:27:27.360 --> 00:27:30.320
But what if there's a better mode of leadership?

420
00:27:30.320 --> 00:27:32.560
The leader as the conductor, the person

421
00:27:32.560 --> 00:27:36.680
who makes the people in his or her team powerful.

422
00:27:36.680 --> 00:27:40.840
And this happens at every level of the organization.

423
00:27:40.840 --> 00:27:42.920
This isn't just the CEO's responsibility.

424
00:27:42.920 --> 00:27:46.360
When I talk about the leader's conductor, many of us

425
00:27:46.360 --> 00:27:50.880
are maybe playing in somebody else's orchestra,

426
00:27:50.880 --> 00:27:53.040
but we're also conducting our own,

427
00:27:53.040 --> 00:27:56.320
if you want to think of teams and sub-teams.

428
00:27:56.320 --> 00:27:58.920
So let me give a couple of thoughts

429
00:27:58.920 --> 00:28:02.600
around the conductor-leader analogy.

430
00:28:02.600 --> 00:28:05.080
So the first thing is, obviously,

431
00:28:05.080 --> 00:28:08.040
we have to recruit the right musicians, right?

432
00:28:08.040 --> 00:28:10.040
We can't have a bunch of drummers only.

433
00:28:10.040 --> 00:28:13.160
We can't just have everybody on the violin or electric guitar

434
00:28:13.160 --> 00:28:15.000
or whatever it is we have in each.

435
00:28:15.000 --> 00:28:17.360
We have to have the right musicians.

436
00:28:17.360 --> 00:28:19.680
And by the right, I mean somebody

437
00:28:19.680 --> 00:28:23.840
who fits our way of thinking and who fits our style.

438
00:28:23.840 --> 00:28:29.800
It doesn't help if we are a classical music

439
00:28:29.800 --> 00:28:33.240
and we're trying to do a symphony together

440
00:28:33.240 --> 00:28:36.840
and the person wants to do hard rock or jazz.

441
00:28:36.840 --> 00:28:40.200
If you've got the wrong musician type, it doesn't help.

442
00:28:40.200 --> 00:28:42.040
Well, I'm a programmer.

443
00:28:42.040 --> 00:28:43.280
I can do accounting.

444
00:28:43.280 --> 00:28:44.520
I can do whatever.

445
00:28:44.520 --> 00:28:46.880
But it doesn't fit the style.

446
00:28:46.880 --> 00:28:49.760
And secondly, are they competent at the level

447
00:28:49.760 --> 00:28:52.160
that this team is playing at?

448
00:28:52.160 --> 00:28:54.320
So there are team members.

449
00:28:54.320 --> 00:28:56.440
We believe deeply in helping people

450
00:28:56.440 --> 00:29:01.360
grow to as much as far as they will go.

451
00:29:01.360 --> 00:29:04.640
But there has to be a base competency, a starting point,

452
00:29:04.640 --> 00:29:07.240
enough to work with.

453
00:29:07.240 --> 00:29:09.600
Now, this can be a very difficult thing

454
00:29:09.600 --> 00:29:11.240
to explain to a team because there

455
00:29:11.240 --> 00:29:14.120
are some harsh realities that happen.

456
00:29:14.120 --> 00:29:17.160
So one way of thinking of this is if you think of a graph.

457
00:29:17.160 --> 00:29:18.800
So I'll just use my idea for a second.

458
00:29:18.800 --> 00:29:22.040
So if you think of a graph going up, right?

459
00:29:22.040 --> 00:29:25.520
And as it's growing, think of the steepness

460
00:29:25.520 --> 00:29:29.240
of the graph, the gradient, to be the growth of the company,

461
00:29:29.240 --> 00:29:31.400
the rate at which the company is growing.

462
00:29:31.400 --> 00:29:33.960
If you're growing slower than the company,

463
00:29:33.960 --> 00:29:35.840
then there's a gap and the gap's getting

464
00:29:35.840 --> 00:29:37.080
bigger and bigger and bigger.

465
00:29:37.080 --> 00:29:39.600
Guess how that ends?

466
00:29:39.600 --> 00:29:40.520
Right.

467
00:29:40.520 --> 00:29:43.400
Or if you're growing faster than the company,

468
00:29:43.440 --> 00:29:45.800
your growth is steeper than the company's growth.

469
00:29:45.800 --> 00:29:47.320
Guess how that ends?

470
00:29:47.320 --> 00:29:49.120
That ends like you get bored, you

471
00:29:49.120 --> 00:29:50.800
don't feel challenged anymore, and you

472
00:29:50.800 --> 00:29:53.680
want a bigger, more interesting job.

473
00:29:53.680 --> 00:29:56.760
A good leader will always make space

474
00:29:56.760 --> 00:29:59.160
for the fast-growing people in their team.

475
00:29:59.160 --> 00:30:01.200
A good leader will.

476
00:30:00.000 --> 00:30:05.120
identify we're not growing fast enough for this person, she's just too smart, she's too quick,

477
00:30:05.120 --> 00:30:10.160
she's too quick on the uptake, we have to make space for her, I have to give her more space or

478
00:30:10.160 --> 00:30:17.280
I will lose her. The other way of looking at it is if somebody's dragging behind we need to get

479
00:30:17.280 --> 00:30:24.960
the gradient to come up and that's why we coined the phrase a team of leaders because you have to

480
00:30:24.960 --> 00:30:34.160
lead and own your own growth rate. Well do some people just grow naturally faster than others?

481
00:30:34.160 --> 00:30:41.440
Perhaps, but if you're in an environment where you always feel behind, you always feel stressed

482
00:30:41.440 --> 00:30:46.800
and you don't feel like you're ever catching up, it may be time you know to tell the conductor

483
00:30:46.800 --> 00:30:52.240
you're going to go and play in another you know with another team and if you're the leader of

484
00:30:52.240 --> 00:30:58.160
that and you're seeing people instead of dragging them ongoingly some of you you know haven't done

485
00:30:58.160 --> 00:31:05.360
the kind thing as a leader. Sometimes the kindest thing we can do as a leader is release that person

486
00:31:05.360 --> 00:31:11.760
back into the marketplace to find a team that fits their growth rate better. Sometimes that is

487
00:31:11.760 --> 00:31:17.280
the kindest thing and sometimes we want to be we have compassionate hearts and we want to help them

488
00:31:17.280 --> 00:31:23.280
and so we keep trying to reorganize the business around this will not work, this does not serve them,

489
00:31:23.280 --> 00:31:29.360
they just always feel behind, they always feel stressed. So I want to deal with the reality of we

490
00:31:29.360 --> 00:31:36.400
have to have the right musicians in the team playing at the right level. Now that doesn't mean

491
00:31:36.400 --> 00:31:42.240
we all have to be exact, not at all, but it does mean we have honest conversations. So what we do

492
00:31:42.240 --> 00:31:48.160
twice a year at Brilliant is we sit down and say hey here's the growth of the company, here's your

493
00:31:48.160 --> 00:31:53.840
growth, the gap is getting bigger. So here's what we're going to do, we're going to put you on a

494
00:31:53.840 --> 00:31:59.920
we're going to start tracking you on a monthly basis and if in two months we haven't seen this

495
00:31:59.920 --> 00:32:06.000
change we have to call it a day. Sometimes the kindest thing you can do to someone who's really

496
00:32:06.000 --> 00:32:12.320
dragging who's drowning in the growth rate of your business is to release them and but we want

497
00:32:12.320 --> 00:32:18.640
to give them every opportunity to be successful. We believe in people, we love people, that's the

498
00:32:18.640 --> 00:32:25.520
whole point of this team of leaders thing. So maybe you have as a leader or you know you're seeing that

499
00:32:25.520 --> 00:32:31.280
maybe you feel that you know like hey I need to have a conversation with the CEO,

500
00:32:31.280 --> 00:32:35.920
I need to have a conversation with the person I report to because I'm just slowly drowning,

501
00:32:35.920 --> 00:32:42.160
I'm unhappy and you know to use the analogy of a bus you know you might be sitting on the bus

502
00:32:42.160 --> 00:32:46.800
but you just don't like where the bus is going, you don't like you know you're just not comfortable.

503
00:32:47.440 --> 00:32:53.600
The kindest thing and the most honorable thing you can do is ring the bell, stop the bus, part well

504
00:32:53.600 --> 00:32:58.560
and move on because you know the world is a big place and there is a place for you. It may not be

505
00:32:58.560 --> 00:33:03.360
where you are right now but if it is and I'm going to assume for the moment it is then we need to get

506
00:33:03.360 --> 00:33:09.120
every musician in the right seat so we can't have the drummer sitting right next to the violinist

507
00:33:09.760 --> 00:33:13.840
and we can't have you can just imagine the chaos when we put people in the wrong space.

508
00:33:14.880 --> 00:33:23.360
In this thing of it's amazing to me how many leadership programs and self-development programs

509
00:33:23.360 --> 00:33:29.600
focus on you fixing your weaknesses. I personally think that's the most, that's the largest waste of

510
00:33:29.600 --> 00:33:36.560
time I can possibly imagine because they're your weaknesses for a reason so rather than doing that

511
00:33:36.560 --> 00:33:42.480
concentrate on your strengths and lean into your strengths and let your strengths lead you to

512
00:33:42.480 --> 00:33:48.720
where you need to go. Some of you are in the wrong seat and you're not sitting in the right seat

513
00:33:48.720 --> 00:33:52.640
in your company. It doesn't mean you have to leave the company but maybe you should be in sales

514
00:33:52.640 --> 00:33:58.960
and not in marketing. Maybe you should be in a different role and so that might be a very

515
00:33:58.960 --> 00:34:03.920
healthy conversation to have with your leader. I'm unhappy or I really feel I need

516
00:34:03.920 --> 00:34:11.920
to be in a different place and the other aspect of why you cannot look at

517
00:34:11.920 --> 00:34:20.000
yourself in the sense of saying I might be in the wrong company,

518
00:34:20.000 --> 00:34:25.520
I might be in the wrong seat or you're trying so hard to fix your weaknesses that you're not

519
00:34:25.520 --> 00:34:31.280
maximizing your strengths so the company is not getting the benefit of what you truly bring.

520
00:34:33.360 --> 00:34:36.960
The next thing we want to have them all singing from the same sheet of music. We're going to spend

521
00:34:36.960 --> 00:34:41.520
more time on that in the weeks to come. How to get clarity on what it is we're doing. Next week we're

522
00:34:41.520 --> 00:34:47.520
going to really dig into that in a much bigger way and they know when it's their turn to play.

523
00:34:47.520 --> 00:34:52.480
When you get the ball, to go back to the soccer analogy since we're switching between the two,

524
00:34:52.480 --> 00:34:56.719
when you get the ball, you know what to do with the ball. You're competent and you know what to

525
00:34:56.719 --> 00:34:59.920
do. When the conductor points to you, you know what to do.

526
00:35:00.000 --> 00:35:06.320
do with it. So that takes some practice and some getting used to, especially for the leader to

527
00:35:06.320 --> 00:35:12.560
trust the team member they just handed the ball to, right? When they call on, I always go back

528
00:35:12.560 --> 00:35:17.280
to the conductor analogy, when they point to that person, they're going to come in on time,

529
00:35:17.280 --> 00:35:21.600
in the right way, and they're competent, and they know their game, and they know their piece,

530
00:35:21.600 --> 00:35:26.560
and it's well rehearsed, and they know what to do. There's clarity. Because here's the bottom

531
00:35:26.560 --> 00:35:32.880
line leader. You become powerful by making them powerful. So the question is, how do we measure

532
00:35:32.880 --> 00:35:41.360
that? At Brilliant, we measured the idea of shiny eyes. How alive is the team that you lead? And we

533
00:35:41.360 --> 00:35:47.680
can tell how alive they are by, do they have shiny eyes? You know what I mean. You look in someone's

534
00:35:47.680 --> 00:35:54.080
eyes, they're alive, they're there, they're engaged. That's what I'm talking about. How alive

535
00:35:54.880 --> 00:36:00.560
are you, and how alive are you in your team? So, you know, here's what we want to do. We've set

536
00:36:00.560 --> 00:36:07.200
ourselves a goal, is that if one of our team members leave, we want them to be the smartest

537
00:36:07.200 --> 00:36:13.920
person in the room. Because what we're doing, and the reason why your leaders signed you up for the

538
00:36:13.920 --> 00:36:19.600
Edge, the reason why you're part of this program, is to give you this great gift. To give you the

539
00:36:19.600 --> 00:36:25.600
best leadership and management practices from around the world, crystallized, simplified, and

540
00:36:25.600 --> 00:36:31.360
put in your hands. That's the gift to you. That's the gift your company is giving you, and why you're

541
00:36:31.360 --> 00:36:36.480
on this training program. Is to give you that gift, that even if you moved somewhere else,

542
00:36:37.120 --> 00:36:42.800
you will have been equipped. You've grown in your leadership, you've grown in your career,

543
00:36:42.800 --> 00:36:50.480
and you've moved forward as a person. So, we want to create a work culture that people love

544
00:36:50.480 --> 00:36:55.360
to be part of. We do not want to be the one where people look at the culture and says, that

545
00:36:55.360 --> 00:37:03.360
is a toxic environment. We will get into, in weeks to come, the neuroscience of what happens

546
00:37:03.360 --> 00:37:09.120
when the culture is toxic. The neuroscience, when people do not feel safe, the physical brain

547
00:37:09.120 --> 00:37:15.280
chemistry shuts down their creative capabilities. When people feel safe and trusted, and there's this

548
00:37:15.280 --> 00:37:23.440
feeling of, I love my job, I love where I work. For them to be creative and innovative is incredible,

549
00:37:23.440 --> 00:37:29.680
but it's amazing to me how many leaders create a toxic environment and then tell their team,

550
00:37:29.680 --> 00:37:34.560
bring your A-game, what's wrong with you people? You know, do you want me to fire you? You know, that

551
00:37:34.560 --> 00:37:40.800
type of constant threats, constant people don't know where they stand, that kind of leadership is

552
00:37:40.800 --> 00:37:49.440
not the prime culture we're looking to create. And here's the last idea. Small changes gain massive

553
00:37:49.440 --> 00:37:58.240
momentum. So, we want to, week by week, tweak the culture, tweak your culture. In 13 weeks later,

554
00:37:58.240 --> 00:38:03.840
we want the culture to be in a completely different place. So, think of it like James

555
00:38:03.840 --> 00:38:10.080
Clear in the book, Atomic Habits, uses the analogy of, you know, if you have a block of ice and it's

556
00:38:10.080 --> 00:38:16.400
at 16 degrees, and each week you turn it up one degree, when you get to 24 degrees, you go, oh, this

557
00:38:16.400 --> 00:38:23.120
isn't working. But if you just keep going, at some point, by itself, the ice will melt. And if you keep

558
00:38:23.120 --> 00:38:29.280
going still further, it will turn to steam. The conditions, the entire structure of your culture,

559
00:38:29.280 --> 00:38:35.840
will flip into a new mode, if you keep tweaking it. And that's why, one of the best practices I

560
00:38:35.840 --> 00:38:43.360
can suggest to any leader, is do weekly training with your team. Spend time working on the people,

561
00:38:44.000 --> 00:38:50.800
and giving them more capability. And at the same time, work on the business, not always in it.

562
00:38:51.360 --> 00:38:57.600
If 100% of your time, each week, is just working in the business, you will not get this benefit.

563
00:38:57.600 --> 00:39:04.000
And the fact that you have all elected to be part of this today, congratulations. I think you're

564
00:39:04.000 --> 00:39:10.160
making one of the smartest decisions, not just for your personal career, but for your culture, as a

565
00:39:10.160 --> 00:39:18.960
team. So, let me drop out there for a second. And again, small incremental changes over time. Here's

566
00:39:18.960 --> 00:39:24.480
where leaders get frustrated. They come up with stuff like, oh my goodness, you know, I have, you

567
00:39:24.480 --> 00:39:29.600
know, I've been, we talked about it five times, how come nothing's changed? Well, you're going to have

568
00:39:29.600 --> 00:39:34.640
to talk about a lot more than five times. It's going to be continual and insistent. Over to you, Dia.

569
00:39:34.640 --> 00:39:41.120
Thank you. All right. So, we're running a little long on time. So, I wanted to give Brilliant,

570
00:39:41.120 --> 00:39:46.400
Team Brilliant, we've been through this program multiple times. So, if one member of Team Brilliant

571
00:39:46.400 --> 00:39:51.360
wouldn't mind raising their hand, I'd love to hear how transitioning to a team of leaders has affected

572
00:39:51.440 --> 00:39:56.240
either you personally, or our corporate culture, or our productivity. Would someone from Team

573
00:39:56.240 --> 00:39:59.840
Brilliant be willing to weigh in today? Or I will choose you.

574
00:40:00.000 --> 00:40:01.500
So if you don't volunteer.

575
00:40:04.500 --> 00:40:07.100
Jalen is Jalen on.

576
00:40:07.100 --> 00:40:08.600
Yeah, she did raise her hand.

577
00:40:08.600 --> 00:40:09.300
Look at that.

578
00:40:11.700 --> 00:40:12.800
You know me well, do ya?

579
00:40:13.400 --> 00:40:16.800
Yeah, I was just going to weigh in and say I think a lot of us

580
00:40:16.800 --> 00:40:20.300
can probably relate to the feeling of the soccer field analogy

581
00:40:20.600 --> 00:40:23.400
and we're probably used to being the star who can run with the

582
00:40:23.400 --> 00:40:25.300
ball and we're kind of nervous to pass it to people because

583
00:40:25.300 --> 00:40:26.900
we know we can take care of things.

584
00:40:27.500 --> 00:40:30.800
And so I think in this training, it's really cool to be a part

585
00:40:30.800 --> 00:40:33.600
of a team where you know, if I kick that ball, they're going

586
00:40:33.600 --> 00:40:34.600
to be able to carry it.

587
00:40:34.600 --> 00:40:36.200
They're going to be able to move it forward.

588
00:40:36.300 --> 00:40:39.600
So it kind of frees me up to focus on other things outside

589
00:40:39.600 --> 00:40:41.100
of trying to keep everything together.

590
00:40:41.100 --> 00:40:45.400
So I think it just allows me personally to focus and to grow

591
00:40:45.400 --> 00:40:48.300
in my lane and then also let other people do that as well.

592
00:40:49.900 --> 00:40:51.400
Thank you Jalen for sharing.

593
00:40:51.400 --> 00:40:53.600
So we're going to transition into breakout rooms.

594
00:40:53.600 --> 00:40:55.400
Unfortunately, we don't have room for Q&A right here, but

595
00:40:55.400 --> 00:40:57.600
we will have room at the end for Q&A.

596
00:40:58.100 --> 00:41:01.000
So Team Brilliant, if you could go ahead and enable the breakout

597
00:41:01.000 --> 00:41:03.200
room. So what you'll do, you'll see if you're on the desktop

598
00:41:03.200 --> 00:41:05.900
at the bottom, you'll see a new icon that says breakout rooms.

599
00:41:05.900 --> 00:41:08.100
Go ahead and click that and select your team.

600
00:41:08.100 --> 00:41:11.200
If you're a solo team member, enter into the solo or if you

601
00:41:11.200 --> 00:41:13.900
want to, you can also disconnect and work on the worksheet

602
00:41:13.900 --> 00:41:16.800
that you were provided yesterday and on the welcome page to

603
00:41:16.800 --> 00:41:21.100
the Edge and we'll be back in about 10 minutes.

604
00:41:21.100 --> 00:41:22.500
It'll be a shorter time.

605
00:41:22.500 --> 00:41:24.600
So you'll get booted from the room automatically and come

606
00:41:24.600 --> 00:41:27.200
right back here and we'll enter into a Q&A and a wrap-up.

607
00:41:27.600 --> 00:41:28.100
Okay.

608
00:41:28.500 --> 00:41:29.700
Thank you everyone.

609
00:41:29.700 --> 00:41:32.500
If you don't know where to go, I'll be here answering questions.

610
00:41:33.800 --> 00:41:35.800
Waiting for everyone to join the audio.

611
00:41:35.800 --> 00:41:39.600
I see we've got about eight people still in the breakout rooms,

612
00:41:39.600 --> 00:41:41.100
but they'll shuffle on over here.

613
00:41:44.400 --> 00:41:45.800
I know it was very, very quick today.

614
00:41:45.800 --> 00:41:49.300
We'll give you a little more time in the future to actually

615
00:41:49.300 --> 00:41:51.100
get into the breakout and the material.

616
00:41:51.100 --> 00:41:52.400
It's very difficult to do quickly.

617
00:41:52.700 --> 00:41:58.600
So as we're joining back in, I apologize for the short breakout

618
00:41:58.600 --> 00:41:59.100
room today.

619
00:41:59.100 --> 00:42:01.100
We'll definitely give you guys more time.

620
00:42:01.100 --> 00:42:03.800
Wave at me if that was at least helpful or started the gears

621
00:42:03.800 --> 00:42:05.100
turning for you.

622
00:42:05.100 --> 00:42:05.600
Okay.

623
00:42:05.600 --> 00:42:06.300
Okay, good.

624
00:42:06.500 --> 00:42:09.700
And like I said, it'll be second nature and then a couple weeks

625
00:42:09.700 --> 00:42:12.600
here. We'll all know how to get to our breakout rooms and not

626
00:42:12.600 --> 00:42:13.900
get stuck and lost.

627
00:42:13.900 --> 00:42:18.900
So, okay, we're going to go and move into Q&A and a little bit

628
00:42:18.900 --> 00:42:20.700
of a sharing time now.

629
00:42:21.400 --> 00:42:26.100
So if you have a question, go ahead and raise your hand in the

630
00:42:26.100 --> 00:42:30.600
Zoom app using the reactions panel and then we'll go ahead and

631
00:42:30.600 --> 00:42:31.800
take them one by one.

632
00:42:31.800 --> 00:42:35.200
As you're answering the question, we have a very short amount

633
00:42:35.200 --> 00:42:35.500
of time.

634
00:42:35.500 --> 00:42:38.800
So please try to start your question with my question is and

635
00:42:39.000 --> 00:42:42.700
give a concise question and also try to keep in mind to keep

636
00:42:42.700 --> 00:42:45.800
it a little more general for the group that's here.

637
00:42:45.800 --> 00:42:49.300
Maybe not a very, very super specific person or question behind

638
00:42:49.300 --> 00:42:49.900
a person.

639
00:42:50.200 --> 00:42:53.100
So go ahead and raise your hands now if you want to have a

640
00:42:53.100 --> 00:42:53.700
question.

641
00:42:53.900 --> 00:42:55.800
And if not, we'll move on.

642
00:42:56.300 --> 00:42:57.700
Any questions from anyone?

643
00:43:01.500 --> 00:43:02.800
No, okay.

644
00:43:03.300 --> 00:43:03.700
Good.

645
00:43:04.100 --> 00:43:06.600
If they come up later, go ahead and feel free to email us at

646
00:43:06.600 --> 00:43:10.900
edge at brilliant perspectives.com and very, very happy to go

647
00:43:10.900 --> 00:43:11.500
over those with you.

648
00:43:11.500 --> 00:43:13.300
Oh, let me just check the chat real quick.

649
00:43:14.500 --> 00:43:16.700
Yes, we will definitely give more time next week.

650
00:43:17.000 --> 00:43:19.900
All right.

651
00:43:21.800 --> 00:43:24.300
Dionne, Michelle asked what book would you recommend we read

652
00:43:24.300 --> 00:43:25.900
throughout these next few weeks?

653
00:43:26.100 --> 00:43:28.800
And I'm wondering if you could speak to that quickly as far as

654
00:43:28.800 --> 00:43:32.300
what we're focusing on and what materials we want to be really

655
00:43:32.500 --> 00:43:33.200
consuming.

656
00:43:34.100 --> 00:43:36.500
Yeah, if you want to read more, I dropped a link there.

657
00:43:37.300 --> 00:43:40.400
There's Ben Zander's book on the Art of Possibility.

658
00:43:40.600 --> 00:43:41.600
It's a great book.

659
00:43:42.000 --> 00:43:43.500
Definitely can read that.

660
00:43:44.500 --> 00:43:49.500
And we can, you know, I think that will really drive the whole

661
00:43:49.500 --> 00:43:51.400
idea as leaders conductor.

662
00:43:52.100 --> 00:43:55.300
So we try to give all our references so that you know, the

663
00:43:55.300 --> 00:43:57.400
sources of what you're getting and where you're getting it

664
00:43:57.400 --> 00:43:57.900
from.

665
00:43:57.900 --> 00:44:00.200
Some of its hours, some of its tweet, but most of it is

666
00:44:00.200 --> 00:44:01.900
simplification of great leaders.

667
00:44:01.900 --> 00:44:04.200
And so hopefully that was helpful.

668
00:44:06.100 --> 00:44:06.900
Thank you, Dionne.

669
00:44:07.600 --> 00:44:10.300
As far as Team Brilliant goes, I'm wondering again, if someone

670
00:44:10.300 --> 00:44:12.700
else on the team, Teresa, I know you had your hand raised

671
00:44:12.700 --> 00:44:15.900
earlier, if you wouldn't mind commenting, looking back on

672
00:44:15.900 --> 00:44:18.800
before we started this training and in this particular area

673
00:44:18.800 --> 00:44:21.900
where the business is at now, how has that impacted us?

674
00:44:21.900 --> 00:44:23.500
I know that your co-owner of Brilliant.

675
00:44:23.500 --> 00:44:25.400
So would you mind giving us a little feedback?

676
00:44:26.200 --> 00:44:29.300
Well, I could speak to a lot of things, but because we're short

677
00:44:29.300 --> 00:44:32.800
on time, I'll just share what I shared with our team, is that

678
00:44:33.200 --> 00:44:37.300
I really love the concept, a lot of the concepts, but the

679
00:44:37.300 --> 00:44:44.300
Firefire model, because I think what it does is it very quickly

680
00:44:44.300 --> 00:44:47.400
indicates who's a team player and who's a solo player.

681
00:44:48.000 --> 00:44:50.900
And so we've all worked with people who are always pulling

682
00:44:50.900 --> 00:44:52.300
something out of our hands.

683
00:44:52.400 --> 00:44:55.600
And we've also worked with people that you can't get to be

684
00:44:55.600 --> 00:44:56.900
a part of the team.

685
00:44:57.200 --> 00:45:00.100
And so I think when everyone starts figuring out.

686
00:45:00.000 --> 00:45:03.040
how to pull together at it as a team player.

687
00:45:03.040 --> 00:45:07.920
It showcases the other two very quickly.

688
00:45:07.920 --> 00:45:12.320
And to be kind to everybody, everybody just redefines,

689
00:45:12.320 --> 00:45:14.120
either you are a team player or you aren't,

690
00:45:14.120 --> 00:45:16.160
go off and do what you need to do.

691
00:45:16.160 --> 00:45:18.600
But the other thing I was sharing that I love,

692
00:45:18.600 --> 00:45:20.800
and you guys are gonna see this more and more

693
00:45:20.800 --> 00:45:22.880
even with Dion's training,

694
00:45:22.880 --> 00:45:25.320
is that when you have, when everyone's holding,

695
00:45:25.320 --> 00:45:27.080
when you're on a trampoline

696
00:45:27.080 --> 00:45:32.080
and all of the springs are in right tension together,

697
00:45:32.800 --> 00:45:35.240
you actually can springboard higher.

698
00:45:35.240 --> 00:45:36.800
And that's what I love about this,

699
00:45:36.800 --> 00:45:39.640
is that when everyone is pulling at the right tension,

700
00:45:39.640 --> 00:45:41.560
you can springboard higher,

701
00:45:41.560 --> 00:45:45.280
which means that you get a perspective

702
00:45:45.280 --> 00:45:48.120
that's further out than when it's at your feet.

703
00:45:48.120 --> 00:45:50.160
And so it creates this acceleration

704
00:45:50.160 --> 00:45:54.560
because the whole team is seen further out.

705
00:45:54.560 --> 00:45:56.780
And so you're not looking at the next step,

706
00:45:57.480 --> 00:45:59.580
you're looking at the goal that's beyond you.

707
00:45:59.580 --> 00:46:02.420
And there's just this acceleration that happens.

708
00:46:02.420 --> 00:46:07.260
And I love that Dion mentioned in the very beginning,

709
00:46:07.260 --> 00:46:09.420
just the whole practice of delight.

710
00:46:09.420 --> 00:46:11.540
Because when you can move that fast

711
00:46:11.540 --> 00:46:14.220
with that much permission and that much freedom

712
00:46:14.220 --> 00:46:17.820
with a team that are all within the same mindset,

713
00:46:17.820 --> 00:46:19.500
in the same culture,

714
00:46:19.500 --> 00:46:22.100
then even the things that are not delightful,

715
00:46:22.100 --> 00:46:23.940
you can totally practice delight

716
00:46:23.940 --> 00:46:25.500
because you can move through it faster

717
00:46:25.500 --> 00:46:29.740
without someone trying to pull or push something from you.

718
00:46:29.740 --> 00:46:34.060
There's just an absolute trust within the team.

719
00:46:34.060 --> 00:46:35.020
Absolutely, Teresa.

720
00:46:35.020 --> 00:46:35.860
Thank you for sharing that.

721
00:46:35.860 --> 00:46:38.100
That dovetails really perfectly with Madeline's question.

722
00:46:38.100 --> 00:46:39.620
Dion, she asked,

723
00:46:39.620 --> 00:46:41.500
how do we communicate with other team members

724
00:46:41.500 --> 00:46:43.260
that are in the firefighter scenario?

725
00:46:43.260 --> 00:46:44.700
I know there's a lot of wisdom on that

726
00:46:44.700 --> 00:46:47.500
and there's also some ways to not do that well.

727
00:46:47.500 --> 00:46:50.740
So Dion, would you give us some insight?

728
00:46:50.740 --> 00:46:52.300
What a great question, Madeline.

729
00:46:52.300 --> 00:46:53.380
That's fantastic.

730
00:46:53.820 --> 00:46:54.740
I think that is the issue,

731
00:46:54.740 --> 00:46:56.460
is that that is our job as leaders.

732
00:46:56.460 --> 00:46:57.980
It needs a conductor, right?

733
00:46:57.980 --> 00:47:00.940
So now we're mixing lots of metaphors,

734
00:47:00.940 --> 00:47:02.660
but if you think of it,

735
00:47:02.660 --> 00:47:04.780
if you had a supervisor standing around saying,

736
00:47:04.780 --> 00:47:07.700
hey, pull more, pull less, pull whatever,

737
00:47:07.700 --> 00:47:11.460
that's the job of the leader is to get that tension right.

738
00:47:11.460 --> 00:47:13.100
Because who's the beneficiary?

739
00:47:13.100 --> 00:47:14.340
The client.

740
00:47:14.340 --> 00:47:17.300
How you serve your customers will be the beneficiaries

741
00:47:17.300 --> 00:47:20.100
and how much joy you would feel in your team

742
00:47:20.100 --> 00:47:23.420
and feel seen, feel like you have a place.

743
00:47:23.420 --> 00:47:24.780
That is the job of the leader.

744
00:47:24.780 --> 00:47:28.140
So the leader's job is to get the right people at the net

745
00:47:28.140 --> 00:47:32.300
and pulling and then orchestrate the communication.

746
00:47:32.300 --> 00:47:34.860
And sometimes I found,

747
00:47:34.860 --> 00:47:37.060
if I just give you one practical point,

748
00:47:37.900 --> 00:47:42.900
self-awareness solves 80 to 90% of leadership issues.

749
00:47:43.060 --> 00:47:45.300
Sometimes people are just not aware.

750
00:47:45.300 --> 00:47:46.260
And when you say, hey,

751
00:47:46.260 --> 00:47:47.660
are you aware that when you're meeting,

752
00:47:47.660 --> 00:47:49.020
you just suck up all in the room,

753
00:47:49.020 --> 00:47:50.620
you just talk everything to death.

754
00:47:50.620 --> 00:47:52.340
It's like, we ask you a question

755
00:47:52.340 --> 00:47:54.300
and then you act like we clicked on the link.

756
00:47:54.300 --> 00:47:56.020
Then you give us the whole thing.

757
00:47:56.020 --> 00:47:57.100
We don't wanna click on the link

758
00:47:57.100 --> 00:47:58.460
every time we ask you a question.

759
00:47:58.460 --> 00:48:02.060
So sometimes just make people self-aware

760
00:48:02.060 --> 00:48:05.460
is a very good way of starting the conversation.

761
00:48:05.460 --> 00:48:08.740
Well, are you aware that when so-and-so gets strong

762
00:48:08.740 --> 00:48:12.740
and clear, then you tend to withdraw and pull back?

763
00:48:12.740 --> 00:48:14.420
What can we do to help you?

764
00:48:14.420 --> 00:48:17.900
So many, many elements of leadership management

765
00:48:17.900 --> 00:48:20.500
are fixed by simply making people self-aware

766
00:48:20.500 --> 00:48:22.420
and starting a conversation.

767
00:48:22.420 --> 00:48:24.140
It doesn't have to be aggressive.

768
00:48:24.140 --> 00:48:27.380
It doesn't have to be combative or overly assertive.

769
00:48:27.380 --> 00:48:29.820
Just start the conversation, make people aware.

770
00:48:29.820 --> 00:48:31.740
That's all usually solves the problem.

771
00:48:33.180 --> 00:48:34.020
I agree.

772
00:48:34.020 --> 00:48:35.740
Robin added, making people self-aware

773
00:48:35.740 --> 00:48:37.780
needs to be done with love and kindness,

774
00:48:37.780 --> 00:48:39.780
just to underscore that point.

775
00:48:39.780 --> 00:48:40.620
I think that's so good.

776
00:48:40.620 --> 00:48:42.860
And I wanna encourage anyone who's here learning

777
00:48:42.860 --> 00:48:44.540
and growing and ready to grow.

778
00:48:44.540 --> 00:48:46.980
There can be tension that we experience personally

779
00:48:46.980 --> 00:48:47.820
and in our teams,

780
00:48:47.820 --> 00:48:50.620
as we're starting to really dive into these concepts,

781
00:48:50.620 --> 00:48:52.380
as we're dialoguing about them,

782
00:48:52.380 --> 00:48:54.500
sometimes there's some unlearning and unwinding

783
00:48:54.500 --> 00:48:57.380
that has to happen before things can be rewired properly.

784
00:48:57.380 --> 00:48:59.620
So that tension, again, is healthy and normal.

785
00:48:59.620 --> 00:49:02.500
So if you're a leader and your team is working through,

786
00:49:02.500 --> 00:49:04.380
well, I don't really know what's going on

787
00:49:04.380 --> 00:49:05.620
or what does this mean for us?

788
00:49:05.620 --> 00:49:06.900
How are we gonna change things?

789
00:49:06.900 --> 00:49:08.820
Or if you're a team member and you're feeling that,

790
00:49:08.820 --> 00:49:11.740
that's totally normal and it's part of the process.

791
00:49:11.740 --> 00:49:14.100
So just keep coming back and keep sharing.

792
00:49:14.100 --> 00:49:15.740
Really, really important to keep sharing.

793
00:49:15.740 --> 00:49:17.580
As we're gonna leave the call today,

794
00:49:17.580 --> 00:49:19.220
we'll have a survey pop up.

795
00:49:19.220 --> 00:49:20.660
And if you could fill out that survey,

796
00:49:20.660 --> 00:49:23.260
we wanna make sure that we are teaching on things

797
00:49:23.260 --> 00:49:25.700
and communicating principles and explaining them in a way

798
00:49:25.700 --> 00:49:27.900
that's really easy for you to apply them

799
00:49:27.900 --> 00:49:29.940
into your everyday work situation.

800
00:49:29.940 --> 00:49:32.300
We're not just learning and coming up with concepts.

801
00:49:32.300 --> 00:49:34.380
We actually wanna see the culture change and shift

802
00:49:34.380 --> 00:49:36.860
and make your job amazing and have less stress

803
00:49:36.860 --> 00:49:38.220
and get more done.

804
00:49:38.220 --> 00:49:40.060
It's real, I've experienced that.

805
00:49:40.060 --> 00:49:42.340
That's not just an idea, it's a reality.

806
00:49:42.340 --> 00:49:44.500
So as we're leaving the call today,

807
00:49:44.540 --> 00:49:46.260
please go ahead and complete that survey.

808
00:49:46.260 --> 00:49:48.460
And if you have any questions, like I said,

809
00:49:48.460 --> 00:49:51.300
put them into the chat or send us an email

810
00:49:51.300 --> 00:49:53.780
at edgeofbrilliantperspectives.com

811
00:49:53.780 --> 00:49:56.420
and we will see you next week.

812
00:49:57.580 --> 00:49:59.260
All right, thank you everyone.

813
00:50:00.000 --> 00:50:02.000
You